The third-generation owner who revived an Osaka bakery returned to the workplace after leaving. In an organization run by the founder’s family, whose members came from a major IT company, efforts to prevent employee turnover and an example of reemployment have emerged.
Following the previous installment, a new product, “Okan Bread,” was created on the organization’s foundation. Initially limited to 100 boxes per day, sales grew, and the daily volume increased to 200 and then 300 boxes. During the spring break of 2024 and the winter break of 2025, there were days when daily sales reached 500 boxes. Net sales recovered to pre-COVID levels, rising from ¥1.9 billion in 2019 to ¥1.7 billion in 2020, ¥1.5 billion in 2021, ¥1.9 billion in 2024 and approximately ¥2.0 billion in 2025. Operating profit also reached successive record highs of ¥40 million and ¥70 million.
At year-end 2025, “Okan Bread” received the Bronze Award at the Japan Public Relations Association PR Awards. Prompted by the award, the company commissioned an internal survey of its employee turnover rate and found that its rate had remained low, at 15% in 2023 and 4.5% in 2025, compared with an industry average of approximately 25% for accommodation and food services, including baking. In addition, more employees who had left began returning, including a former store manager who returned as a regular employee after more than a year.
In response to former employees returning, the organization adopted an approach of welcoming them back, saying, “We want you to give it another try as a regular employee.” This development has attracted attention as an example of building a network linking turnover prevention with reemployment.
This case is expected to serve as an example illustrating how return-to-work programs for former employees operate and as part of companies’ efforts to retain employees over the long term.